industrial dynamics and sustainable business models · 3) explorative project networks may be key...
TRANSCRIPT
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Industrial Dynamics and Sustainable Business Models:
Reflections on Covid-19
Emrah Karakaya
Assistant professor, KTH Royal Institute of Technology
2020/6/4
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Epictetus, circa 50 – 135 BC
It's not what happens to you, but how you respond to it that matters.
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How to respond Covid-19?
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Time
Structuration
Markets, user preferences
Industry
Technology
Culture
Science
Niche
Innovations
Sociotechnical
landscape
Existing
Sociotechnical
regimesPolicy
Established systems where incumbent
business models operate
Broader political,
economic and demographic
tendencies
Micro-level formations
where new business models
experimented
A multi-level perspective on industrial change
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Structuration
Markets, user preferences
Industry
Technology
Culture
Science
Niche
Innovations
Sociotechnical
landscape
Existing
Sociotechnical
regimesPolicy
Markets, user preferences
Industry
Technology
Culture
Science
Policy
Window of opportunity
Covid 19: A landscape shock with a window of oppurtunity?
Time
(see Geels et al 2017, and Rosenbloom & Markard, 2020)
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Some reflections
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1) Landscape changes such as Covid-19 may create both challenges and windows of opportunities
- In favor of ‘sustainable’ or ‘unsustainable’ business models?
[…] the crisis has amplified
voices demanding that
supply chains be
repatriated to Europe,
which would be easier if
states could pay more subsidies
May 28th 2020 edition
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2) ‘Sustainable business models’ are framed and re-framed on a continuous basis
- ‘sustainability’ as a wicked problem
Did I really save carbons? In comparison to what? Had not I taken the e-scooter, would not I have just walked instead?
(see further Susur and Karakaya, 2020)
For instance, think aboute-scooters …
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3) Explorative project networks may be key to navigate sustainability journeys
(Engwall, Kaulio, Karakaya, Miterev and Berlin, 2020)
We have studied three case studies (2016-2018) of pre-commercial projects of emerging technologies in the sectors of • steel production, • long haulage, and • public transports,
We show how engaging in project networks can be a strategy for incumbents to explore possibilities and to position themselves when anticipating a potential transition.
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4) There is no ‘one fits all’ business strategy
- Which strategy do you have?
Defenders:• Continually defend what you are good at• Prevent competitors to enter your market• Ignore developments in niches/landscapes
Prospectors:• Continually explore new niches• Innovators and change makers• Respond to tomorrow’s world
Analyzers:• Dual business/technology cores• Follow into niches after first movers• Twin characteristics
Reactors:• Reactive rather than proactive• Responding inappropriately • In mood of panic
(see further, Chizaryfard & Karakaya 2020 and Miles, Snow, Meyer and Coleman, 1978)
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So what?
I started with …
It's not what happens to you, but how you respond to it that matters
I may conclude with …
• Challenges may turn into opportunities• ‘Sustainability’ is a journey with no final destination• Inter-organizational projects can help• Respond ‘proactively’ and ‘reflexively’.
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References
• Chizaryfard A., & Karakaya E (2020). ‘Remaining grounded’ in sustainability transitions: A strategy for incumbents in emerging upstreamvalue chains- International Sustainability Transitions Conference, Austria
• Geels, F. W., Sovacool, B. K., Schwanen, T., & Sorrell, S. (2017). Sociotechnical transitions for deep decarbonization. Science, 357(6357), 1242-1244.
• Engwall, M., Kaulio, M. A., Karakaya, E., Miterev, M., & Berlin, D. (2020, 2018). Explorative project networks: Means for business model innovation to navigate sustainability transitions? European Group of Organizational Studies, EGOS Conference, 2020, Germany
• Rosenbloom, D., & Markard, J. (2020). A COVID-19 recovery for climate. Science Reports.
• Susur, E. & Karakaya, E. (2020, 2019). A critical review of ‘sustainability’ assumption of the transitions literature. Academy of Management Conference, 2020, Canada
• Miles, R. E., Snow, C. C., Meyer, A. D., & Coleman Jr, H. J. (1978). Organizational strategy, structure, and process. Academy of management review, 3(3), 546-562.
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Emrah Karakaya
Assistant Professor of Industrial Dynamics and Sustainable Business Models
Department of Industrial Economics and Management
KTH Royal Institute of Technology
E-mail: [email protected]
Web page: https://www.kth.se/profile/emrahka